Strategic Financial Decision-Making Framework

1. Strategic Financial Decision-Making Framework

2. Capital investment is the springboard for wealth creation. In a world of economic uncertainty, the investors want to maximize their wealth by selecting optimum investment and financial opportunities that will give them maximum expected returns at minimum risk.

3. Since management is ultimately responsible to the investors, the objective of corporate financial management should be to implement investment and financing decisions which should satisfy the shareholders by placing them all in an equal, optimum financial position.

4. The satisfaction of the interests of the shareholders should be perceived as a means to an end – maximization of shareholders’ wealth.

5. Since capital is the limiting factor, the problem that the management will face is the strategic allocation of limited funds between alternative uses in such a manner, that the companies have the ability to sustain or increase investor returns through a continual search for investment opportunities that generate funds for their business and are more favorable for the investors

6. Therefore, all businesses need to have the following three fundamental essential elements: • A clear and realistic strategy; • The financial resources, control and systems to see it through; and • The right management team and processes to make it happen

7. Strategy A method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem. (businessdictionary.com)

8. Strategy "Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill stakeholder expectations". (Johnson and Scholes)

9. Strategy “A general direction set for the company and its various components to achieve a desired state in the future. Strategy results from the detailed strategic planning process”. (managementstudyguide.com)

10. Strategy A strategy is all about integrating organizational activities and utilizing and allocating the scarce resources within the organizational environment so as to meet the present objectives. While planning a strategy it is essential to consider that decisions are not taken in a vacuum and that any act taken by a firm is likely to be met by a reaction from those affected, competitors, customers, employees or suppliers.

11. This is the long term direction and scope of an organization to achieve competitive advantage through the configuration of resources within a changing environment for the fulfillment of stakeholder’s aspirations and expectations. In an idealized world, management is ultimately responsible to the investors. Investors maximize their wealth by selecting optimum investment and financing opportunities, using financial models that maximize expected returns in absolute terms at minimum risk.

12. What concerns the investors is not simply maximum profit but also the likelihood of it arising: a risk-return trade-off from a portfolio of investments, with which they feel comfortable and which may be unique for each individual

13. Strategic financial management combines backward-looking, report-focused discipline of accounting with the more dynamic, forward-looking subject of financial management. • It is basically about the identification of the possible strategies capable of maximizing an organization’s market value. It involves the allocation of scarce capital resources among competing opportunities.

14. It also encompasses the implementation and monitoring of the chosen strategy so as to achieve agreed objectives. • This is the portfolio constituent of the corporate strategic plan that embraces the optimum investment and financing decisions required to attain the overall specified objectives.

15. In this connection, it is necessary to distinguish between strategic, tactical and operational financial planning. • While strategy is a long-term course of action, tactics are intermediate plans, while operational are short-term functions.

16. Irrespective of the time horizon, the investment and financial decisions functions involve the following functions: • Continual search for best investment opportunities • Selection of the best profitable opportunities • Determination of optimal mix of funds for the opportunities • Establishment of systems for internal controls • Analysis of results for future decision-making.

17. Key Decisions • Financial Decisions • This deals with the mode of financing or mix of equity capital and debt capital. If is possible to alter the total value of the company by alteration in the capital structure of the company, then an optimal financial mix would exist – where the market value of the company is maximized.

18. Key Decisions • Investment Decisions • This involves the profitable utilization of a firm’s funds especially in long-term projects. Because the future benefits associated with such projects are not known with certainty, investment decisions necessarily involve risk. • The projects are evaluated in relation to their expected return and risk.

19. These are the factors that ultimately determine the market value of the company. • To maximize the market value of the company, the financial manager will be interested in those projects with maximum returns and minimum risk. • An understanding of cost of capital, capital structure and portfolio theory is a prerequisite here.

20. Key Decisions • Dividend Decisions • Dividend decision determines the division of earnings between payments to shareholders and reinvestment in the company. • Retained earnings are one of the most significant sources of funds for financing corporate growth, dividends constitute the cash flows that accrue to shareholders.

21. Although both growth and dividends are desirable, these goals are in conflict with each other. • A higher dividend rate means less retained earnings and consequently, slower rate of growth in future earnings and share prices. • The finance manager must provide reasonable answer to this conflict.

22. Key Decisions • Portfolio Decisions • Portfolio analysis is a method of evaluating investments based on their contribution to the aggregate performance of the entire corporation rather than on the isolated characteristics of the investment themselves.

23. When performing portfolio analysis, information is gathered about the individual investments available, and then chooses the projects that help to meet all of our goals in all of the years that are of concern. • Strategic Portfolio Management takes the insights gained form portfolio analysis and integrates them into the decision-making process of a corporation.

24. Interface of Financial Policy and Strategic Management • “The starting point of an organization is money and the end point of that organization is also money.” – this fact must be appreciated so that the interface of strategic management and financial policy will be clearly understood.

25. No organization can run an existing business and promote a new expansion project without a suitable internally mobilized financial base or both internally and externally mobilized financial base. • Sources of finance and capital structure are the most important dimensions of a strategic plan. The generation of funds may arise out of ownership capital and/or borrowed capital.